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IT has traditionally been a mna's world, especially in the upper echelons of management. But women who've made it to the top ranks of technology managers say there's never been a better time for women to succeed in IT. Article discusses this issue by profiling 10 prominent women in IT.

Rayona Sharpnack is a teacher and a mentor to some of the most powerful women in some of the most important companies around. Her message: Don't worry so much about what you need to know. Instead, figure out who you need to be.

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The wage gap between men and women still persists, even among Internet Economy employees.

This article discusses the research by U of Michigan professor Theresa Welbourne, which found that for rapidly growing IPO companies, the initial stock price, stock price growth, and growth in earnings over three years were higher with women executives. The article also provides links to related women in business links.

Twenty-five years after women first started pouring into the labor force--and trying to be more like men in every way, from wearing power suits to picking up golf clubs--new research is showing that men ought to be the ones doing more of the imitating...That's the essential finding of a growing number of comprehensive management studies conducted by consultants across the country...By and large, the studies show that women executives, when rated by their peers, underlings, and bosses, score higher than their male counterparts on a wide variety of measures--from producing high-quality work to goal-setting to mentoring employees. Using elaborate performance evaluations of execs, researchers found that women got higher ratings than men on almost every skill measured.

Global women leaders or global women managers? Women in leadership positions in the political arena around the world challenge not only leadership and management theories but also question the need to make a distinction between leaders and managers as well as the validity of such a distinction. Their paths to power are as varied as their socio-economic, educational, religious and family backgrounds as well as their leadership styles and political ideologies.

Male-led organizations will benefit from adopting structures and strategies similar to those now being created by women entrepreneurs that are sensitive to their employees ever-developing sense of how to make their careers and personal lives more compatible.

Find a wide selection of interviews with business luminaries in our Interviews Section

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It was another promise of the new economy: We'd finally move from the old-time rules of the old boys' network to a workplace based on merit, performance, and skill -- a workplace that would be more open to women. Forget about breaking the glass ceiling, the logic went, the new economy would break out of the whole box. That was the promise. Just how well has it been kept? To find out, Fast Company surveyed six successful women, high achievers in industries as diverse as autos, packaged goods, finance, and medicine. The question: Are we living in a meritocracy or a machotocracy?

Article takes a look at the results of a Harwich Group study of executive men and women that found significant differences in the perspectives men and women have towards female corporate leaders. Also offered are a few suggestions that women executives feel need to be done within Corporate America.

Janet Hanson, 14-year veteran of Goldman Sachs and founder of investment advisory firm Milestone Capital, described her rocky but ultimately victorious road to success at the Wharton Women in Business Conference held earlier this month. Later in the day a panel of women in international management positions talked about the cultural challenges that still confront businesswomen both here and abroad.

Women executives who leave the corporate world when they hit a glass ceiling, want to raise a family fulltime or decide to focus on other interests, encounter frustrating roadblocks in their attempts to re-enter the workforce, according to new Wharton research. To overcome the obstacles, women should confront the difficulties they face and prepare for their return to the labor force the moment they leave, says Monica McGrath, adjunct professor of management at Wharton, executive coach and co-author of the study entitled, "Back in the Game. Returning to Business after a Hiatus: Experiences and Recommendations for Women, Employers, and Universities."

It's your moment. You have 10 minutes to wow a captive audience of venture capitalists. How do you make the most of that time? If you're one of the 23 women entrepreneurs recruited by Springboard Enterprises, you spend five grueling weeks in the nonprofit's boot camp crafting the perfect pitch.

Find out what A.G. Breitenstein and two other female entrepreneurs discovered about themselves and their companies during the process. Plus, discover the elements of a winning pitch and the seven habits of effective presenters.

Here are the five naked truths about women in business. Together they add up to one big message: The future of business depends on women.

Gender impacts wage, as many studies have proven. But Professors Marta Elvira and Mary Graham take that fact one step further and ask why. In this recent research, they consider the degree of formalization of the pay type, exploring the link between numbers of men and women in a job and the level of earnings. Discover the direct implications for the design of pay structures in organizations and just how large the margins of difference between men and women turned out to be.

More and more women are abandoning big companies to strike out on their own.

In virtually every sphere, says Andrew Hacker, women and men are moving further apart.

"This is the crime of the century: Women get to the top, and then they are murdered in cold blood. People are talking about the murders, but nobody is doing a Joe Friday-style investigation into who the perps might be. I want to know who or what is killing the great women of the corporate world? The clues lie deeper than the misuse of strategy, tactics, or power, and trace back to the primal world of sex, success, and seduction."

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It is common knowledge that managers have to build strong networks of personal relationships to accomplish their business goals, and that the general rule is to build for diversity. But not all networking structures are created equal according to University of Chicago Graduate School of Business professor of sociology and strategy Ronald S. Burt. In his 1997 report "The Gender of Social Capital," Burt finds that the entrepreneurial network structures associated with early promotion for senior-level men do not work for women. Is climbing the corporate latter still a man's game? The answer has less to do with gender than with legitimacy.

From evolutionary biology to discrimination to personal preferences, science and society have offered many reasons for why women have not caught up with men in the workforce. New research suggests that part of the answer lies in the different ways men and women react to the incentive of competition.

When negotiating compensation, women often sell themselves short. Some practical advice on claiming the power to lead in this interview with HBS professor Kathleen L. McGinn and Harvard's Hannah Riley Bowles.

Frances Hesselbein offers some thought-provoking ideas on leaders who are women.

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By now, plenty were supposed to be in the corner offices. It's not working out that way. In many fields, men still rule, while women often choose more nuanced paths that keep them from reaching the top. But who are the real winners?

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Information technology has helped reduce boundaries between cultures and nationalities, adding fillip globally to organizational change. The impact on women as a representative group however, has not been as distinctive. On the one hand, transformations in social structure and relations have driven changes in roles and behaviour patterns. On the other hand, there are (gendercentric) resistances to change, perversely also on the part of women themselves.

Are women in business still expected to exceed expectations? What should women ask before accepting a job offer? What does Tupperware have to do with women's lib? Can the number of women on corporate boards really quadruple in the next decade? What does it take to smash through a real, honest-to-god glass ceiling? And what does a businesswoman resemble more: a windmill or a fax machine [and why would we even ask such a question]? All is revealed in our special report.

Find a wide selection of interviews with business luminaries in our Interviews Section

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The founder and CEO of the premier consultancy dedicated to women's marketing, Quinlan has personally interviewed 3,000 women -- uncovering profound and enlightening truths that can't be learned from traditional research.

For a complete set of career resources check out our Career Center

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Women face plenty of obstacles on their way up the ladder, but those that are self-imposed may be among the most difficult to overcome.

Many women who think they aren't good negotiators simply have never been taught how. Here are four typical mistakes women make when negotiating and how to correct them, so you can get what you want in business and in your personal life.

Are women still at a disadvantage when it comes to attaining career success? Yes and no, says a new study. Women across the board seem to be enjoying greater parity with men-except in "good-old-boy companies," where a woman's personal style and needs for work/family balance may clash with organizational expectations, values, and demands.

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Six no-nonsense ways women can close the gender wage gap.

It's one thing to aspire to please and play by the rules. It's another thing altogether to aspire to shake things up and be an agent of change. To effect change on a wide scale, women must leverage their resolve, their internal wisdom, their authentic voice